So You Want to Hire Stronger PERS Salespeople? Gretchen Gordon Sales Team Transformation Expert Braveheart Sales Perfo

1. So You Want to Hire Stronger PERS Salespeople? Gretchen GordonSales Team Transformation Expert Braveheart Sales Performance

2. Get Out Your Calculators Request worksheet by emailing mpiko@braveheartsales.com

3. Some Statistics: • 90% of all hiring decisions are made from the interview • Traditional interviewing is only 14% accurate • More than 30 million people have secured a job by lying on their resumes

4. More Facts Hiring the right salespeople is the first step in developing an effective and dynamic sales force. Therefore, you must have a comprehensive recruiting process that will allow you to seek out top performers.

5. A: Can Sell - Will Sell Michael Jordan Can Sell Will Sell Can Sell Won’t Sell B: Can Sell - Won’t Sell Sales Imposters B A Cannot Sell Will Sell C: Cannot Sell - Will Sell “Rudy” (The Movie) Cannot Sell Won’t Sell C D D: Cannot Sell - Won’t Sell Can Sell Vs. Will Sell

6. Traditional 4 Step Process 1). Advertise 2). Collect Resumes 3). Interview - Make offer 4). Hope and Pray

7. Q: Why Are Sales Hiring Results So Poor? The Traditional Hiring Process Doesn’t Work in SALES

8. Step One: Advertise Your Sales Position Problem: Most ads are boring and describe the position, and the company.

11. Step Two:Read Stacks of Resumes Problem: Resumes Stink … …Like Skunks

12. Resumes are nothing more than “candidate brochures”…probably written by a resume writer.

13. Step Three:Interview & Sell the Offer Problem: Salespeople are better at interviewing than you are!

14. Step Four:Hope & Pray Problem: The Traditional Hiring Process is BROKEN!!!

15. So What’s the Answer? Change The Way You Identify, Attract, Interview and Hire

16. Identity

17. Identifying Your Ideal Candidate • Although some or all of these criteria may appear very obvious, most companies seldom take the time to properly identify the ideal sales candidate. • THIS STEP IS EXTREMELY IMPORTANT!

18. What is the genetic makeup of the ideal, perfect PERS salesperson?

19. Skills Environment (Fit) • Attitudes Behavior The DNA of a Sales Superstar B.A.S.E. The Sales Quotient

20. Behavior • Goals • Goals Plan • Tracking System • Forecasting Accuracy • Prospecting Discipline • Focus & Follow-Up • Paperwork • Work Ethic • Time & Workspace Management

21. Attitudes • Desire/Passion • Commitment • Accountability/No Excuses • Outlook/Self-Esteem • No Money Weaknesses • Supportive Buy-Cycle (Decisiveness Index) • Controls Emotional Involvement (Triggers) • No Need for Approval/Bravery • Supportive Beliefs • High Adversity Quotient • Killer Instinct

22. Skills • Asking Potent Questions • Effective Listening Skills • Early Bonding & Rapport/Relationship Building • Creates & Cultivates Referral Relationships • Reaches Decision Makers • Learns Why Prospects Buy • Get Commitments/Decisions • Uncovers Actual Budgets • Qualifies Proposals/Quotes

23. Environment (Fit) • Experience • Competition • Pricing • Hunting vs. Farming • Appearance • Management Style Match • Sales Cycle (Length) • Closing • DISC Compatibility • Cultural/Values Match • Customer Development Model • Method of Compensation • Product Knowledge

24. Why Is PERS Selling Different Than Security Alarm? • Can be more emotional • Subscriber is frequently not paying for it

25. What’s Important • Relationships • Trust • Suggested Reading “The Trust Project”, a White Paper by Dave Kurlan • Identify the motivator • Pain • Fear • Gain

26. Skill Sets Required

27. Health Care Workers Are Perfect Right? • Service vs sales • Patient vs company • Can they command respect? • Are they appropriately motivated? • Does the compensation plan support the right behavior?

28. Crucial Elements of Success Equals Incentive to Change Desire Commitment Outlook Responsibility

29. Hidden Weaknesses Buy Cycle Approval Emotions Money Records

30. Models • Referral based • Pull marketing • Internet • Advertising • Flyers to inform (alarm) clients

31. Referral Based - What’s Important • Hunting • Confidence building • Persistent • Activity plan: Leading indicators • Still need to manage the activity • Might be contacts, and speeches as opposed to appointments • Need to pay attention to critical ratios • Need to be Ambassadors but also must have a need to close business • How to get people to trust them • Personality styles • Relationship building specifics • Be viewed as expert

32. Pull Marketing • Sales via phone • Relationship building without visual • Communication pie: More difficult to build trust • Tone, pausing

33. Sales Cycle • Typically the actual sales cycle is very short if speaking directly with the subscriber or sponsor (the one paying for subscriber) • Must be able to close in one call • Supportive buy cycle • Getting the trust of the referring party may be significantly longer • Incumbent they trust or like • Wariness because of bad experiences • Frequency and consistency is key

34. Attract

35. Component Description Heading Description to get the candidate’s attention. Must Have Your candidate must have these skills and experiences. Should Have Your candidate should have these skills and experiences. Income Requirements The candidate must have previously earned at least this much money. Instructions Include the e-mail to begin automation. The Search:Writing the Ad

36. The Search:Writing the Ad Important rule of thumb… describe your candidate and their rich history! Your ideal candidate should recognize himself in your description and you will differentiate your ad from the other companies.

37. Qualify

38. The Tools of STAR Using a Predictive Assessment • Use it early in the process to knock out candidates • Trust the Objectivity

39. The 5 Minute Phone Screen • Phone Skills • Interpersonal Skills • Selling Skills • Match to Criteria

40. Interview

41. Reality Check • There is one reality that we should address here. It is very difficult to interview effectively when interviewing is not a full time practice. That difficulty is magnified when we consider that most managers have not been properly instructed to interview salespeople!

42. Interview (Make It an Audition) • To see the real person… don’t make “nice” • Put pressure on them • 30 – 45 Minutes • Use sample questions from the test printout • Use the missing info from the resume • Are they who they say they are? • Is their past success a good predictor of success with you?

43. The First Interview • Will they develop bonding and rapport? • Will they prospect? • How well do they control their emotions? • How much need for approval do they have? • How are their listening skills? • Will they close?

44. STAR Completion It Doesn’t End with the Hiring Success Conditioning 1ST 90 DAYS Ramp up OFFER

45. How To Accelerate and Build a World Class OVER-achieving Sales Team 1 2 3 4 5 EVALUATE SALES FORCE RAISE THEIR EXPECTATIONS RAISE YOUR EXPECTATIONS HOLD THEM ACCOUNTABLE DECISION “BE THE BEST”

46. Questions • If you want the Sales Ghosts Calculation Worksheet email Michele at mpiko@braveheartsales.com • If you want The Trust Project white paper email Michele at mpiko@braveheartsales.com • If you want to contact me directly: ggordon@braveheartsales.com or 614-396-6544 www.braveheartsales.com Blog: http://blog.braveheartsales.com/ • Survey Cards

47. Gretchen Gordon Braveheart Sales Performance 7100 North High Street, Suite 207 Worthington, Ohio 43085 (614) 396-6544 ggordon@braveheartsales.com www.braveheartsales.com • blog: http://blog.braveheartsales.com/